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https://hbr.org/2017/03/6-things-every-mentor-should-do

Becoming a business owner, I could be a mentor to my worker or employees. By proving and showing good organization, responsibility and motivation to succeed.

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The company made a mistake providing poor quality work on their vehicles, providing excellence is there success.

https://www.cnbc.com/2017/03/30/toyota-recalls-vehicles-globally-over-airbags.htm
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The CEO is categorized as a poor leader due to lack of organization and leadership skills.

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I believe tribalism exist in more companies than others, it could hinder some and other succeed.

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J.W. Marriott Jr: From Root Beer Stand to Global Hotel Company

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J.W. Marriott Jr: From Root Beer Stand to Global Hotel Company

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The company that begin a A&W stand in 1927, has grown over 85 years into a successful global hotel company.

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I recently had the pleasure of speaking to J. W. Marriott Jr., who is the Chairman of Marriott International, Inc., one of the world's largest lodging companies. His leadership spans more than 50 years, and he has taken Marriott from a family restaurant business to a global lodging company with more than 3,700 properties in over 73 countries and territories. Known throughout the industry for his hands-on management style, Mr. Marriott has built a highly regarded culture that emphasizes the importance of Marriott's people and recognizes the value they bring to the organization. Today, approximately 300,000 people wearing Marriott International name badges are serving guests in Marriott managed and franchised properties throughout the world.

His new book is called Without Reservations: How a Family Root Beer Stand Grew Into a Global Hotel Company. In this interview, he talks about how he grew his family business, the obstacles he encountered, the five rules that led to his success, his best career advice and more.
Why did you decide to write this book right now? What do you think makes your story relevant in today's world?
After working for Marriott for over 50 years, I decided to step down from the CEO position and hand the reigns over to Arne Sorenson. With such a significant change in our leadership taking place, now seemed like the appropriate time to write. I am so very proud of the company that my parents started as a root beer stand in 1927, which grew over the past 85 years into a global success comprised of over 3,700 hotels in 74 countries.

Companies are under an ever-sharp magnifying glass. The values that have served as Marriott's guiding principles over the past eight decades transcend the hotel business. I think they are valuable for other companies to consider.
As you grew your business, what obstacles did you encounter, how did you overcome them and what were the major milestones?
One of the largest obstacles was when we had to deal with the aftermath of September 11, 2001 and the unknown effects it would have on the travel industry. Not to mention the changes it would impose on our global expansion and the recovery of all the Marriott associates and guests impacted that day.

More recently, the global economic downturn that began in 2008 and the previous similar experience of the early 1990s were also significant obstacles to overcome. We drew upon the previous 1990s layoffs to handle the human side of the equation again in 2008. Some were inevitable, but we were able to temper the pain by keeping many people on board at reduced hours but with full health benefits.

Some of the largest milestones were when we expanded globally. Our first hotel built outside the United States was in Mexico in 1969. The first Marriott located in Europe was built in Amsterdam. The first in the Middle East was the Riyadh Marriott Hotel in Saudi Arabia in 1980. In Africa, our first hotel was the Cairo Marriott in 1981. In Asia, it was Hong Kong in 1989.
In your book, you mention five rules that led to Marriott's success. What are they and how did you originally come up with them?
First and foremost, we put people first. Then we pursue excellence, act with integrity, embrace change, and serve our world.

The first item of the five has been our company credo since my parents' era. "Take care of your employees, and they'll take care of your customers" was the daily mantra that my brother, Dick, and I heard from our father while we were growing up.

The other four values stretch back in time to the earliest days of the company, 30 years before we ever thought about building our first hotel, to our popular Hot Shoppes restaurants. Customers could count on spotless dishes and shiny floors ("Pursue excellence"), an ever-growing menu ("Embrace change"), honest value for their money ("Act with integrity") and a true sense of community second to none ("Serve our world").

Marriott has come a long, long way from the days of being known as a regional family restaurant chain, but our values haven't budged an inch. In fact, they've deepened over time into a commitment to do what great companies should do: make a lasting, positive difference in the world.
What do you think led to the success of Marriott when other chains have failed?
Well my father used to say take good care of the employees, and they will in turn take good care of the customers who will return again and again. That's putting people first! And of course it leads to profit and market share gains and ultimately a successful business.

I believe you succeed in business by being true to purpose beyond profits. From the very beginning of Marriott we believed in opening the doors to a world of opportunities for our associates.
What are your top three pieces of career advice?
1. I believe that you have to challenge yourself personally - constantly strive to improve and we believe at Marriott that success is never final.

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J. W. Marriott Jr: From Root Beer Stand to Global Hotel Company

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J. W. Marriott Jr. I recently had the pleasure of speaking to J. W. Marriott Jr., who is the Chairman of Marriott International, Inc., one of the world's largest lodging companies. His leadership spans more than 50 years, and he has taken Marriott from a family restaurant business to a global lodging company [...]

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Job skills were unique, but the best impression among people.

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" We started out to get a computer in the hands of everyday people, and we succeeded beyond our wildest dreams."-Steve Jobs

Steve Jobs' vision of a "computer for the rest of us" sparked the PC revolution and made Apple an icon of American business. But somewhere along the way, Jobs' vision got clouded -- some say by his ego -- and he was ousted from the company he helped found. Few will disagree that Jobs did indeed impede Apple's growth, yet without him, the company lost its sense of direction and pioneering spirit. After nearly 10 years of plummeting sales, Apple turned to its visionary founder for help, and a little older and wiser Jobs engineered one of the most amazing turnarounds of the 20th century.

The adopted son of a Mountain View, Calif., machinist, Steve Jobs showed an early interest in electronics and gadgetry. While in high school, he boldly called Hewlett-Packard co-founder and president William Hewlett to ask for parts for a school project. Impressed by Jobs, Hewlett not only gave him the parts, but also offered him a summer internship at Hewlett-Packard. It was there that Jobs met and befriended Steve Wozniak, a young engineer five years his senior with a penchant for tinkering.

After graduating from high school, Jobs enrolled in Reed College in Portland, Ore. but dropped out after one semester. He had become fascinated by Eastern spiritualism and took a part-time job designing video games for Atari in order to finance a trip to India to study Eastern culture and religion. "Steve was difficult but valuable," Atari co-founder Nolan Bushnell told the San Jose Mercury News. He was very often the smartest guy in the room, but he let people know that." By not showering for days and constantly criticizing his co-workers, Jobs alienates so many colleagues that Bushnell forced Jobs to work the overnight shift so as not to interact with other workers.
Related: Steve Jobs: An Extraordinary Career
When Jobs returned to the U.S., he renewed his friendship with Wozniak, who had been trying to build a small computer. To Wozniak, it was just a hobby, but the visionary Jobs grasped the marketing potential of such a device and convinced Wozniak to go into business with him. In 1975, the 20-year-old Jobs and Wozniak set up shop in Jobs' parents' garage, dubbed the venture Apple, and began working on the prototype of the Apple I. To generate the $1,350 in capital they used to start Apple, Steve Jobs sold his Volkswagen microbus, and Steve Wozniak sold his Hewlett-Packard calculator.

Although the Apple I sold mainly to hobbyists, it generated enough cash to enable Jobs and Wozniak to improve and refine their design. In 1977, they introduced the Apple II -- the first personal computer with color graphics and a keyboard. Designed for beginners the user-friendly Apple II was a tremendous success, ushering in the era of the personal computer. First-year sales topped $3 million. Two years later, sales ballooned to $200 million.

But by 1980, Apple's shine was starting to wear off. Increased competition combined with less than stellar sales of the Apple III and its follow-up, the LISA, caused the company to lose nearly half its market to IBM. Faced with declining sales, Jobs introduced the Apple Macintosh in 1984. The first personal computer to feature a graphical-user interface controlled by a mouse, the Macintosh was a true breakthrough in terms of ease-of-use. But the marketing behind it was flawed. Jobs had envisioned the Mac as a home computer, but at $2,495, it was too expensive for the consumer market. When consumer sales failed to reach projections, Jobs tried pitching the Mac as a business computer. But with little memory, no hard drive and no networking capabilities, the Mac had almost none of the features corporate America wanted.

For Jobs, this turn of events spelled serious trouble. He clashed with Apple's board of directors and, in 1983, was ousted from the board by CEO John Sculley, whom Jobs had handpicked to help him run Apple. Stripped of all power and control, Jobs eventually sold his shares of Apple stock and resigned in 1985.
Related: As Steve Jobs Once Said, 'People With Passion Can Change The World'
Later that year, using a portion of the money from the stock sale, Jobs launched NeXT Computer Co., with the goal of building a breakthrough computer that would revolutionize research and higher education. Introduced in 1988, the NeXT computer boasted a host of innovations, including notably fast processing speeds, exceptional graphics and an optical disk drive. But priced at $9,950, the NeXT was too expensive to attract enough sales to keep the company afloat. Undeterred, Jobs switched the company's focus from hardware to software. He also began paying more attention to his other business, Pixar Animation Studios, which he had purchased from George Lucas in 1986.

After cutting a three-picture deal with Disney, Jobs set out to create the first ever computer-animated feature film. Four years in the making, " Toy Story" was a certified smash hit when it was released in November 1995. Fueled by this success, Jobs took Pixar public in 1996, and by the end of the first day of trading, his 80 percent share of the company was worth $1 billion. After nearly 10 years of struggling, Jobs had finally hit it big. But the best was yet to come.

Within days of Pixar's arrival on the stock market, Apple bought NeXT for $400 million and re-appointed Jobs to Apple's board of directors as an advisor to Apple chairman and CEO Gilbert F. Amelio. It was an act of desperation on Apple's part. Because they had failed to develop a next-generation Macintosh operating system, the firm's share of the PC market had dropped to just 5.3 percent, and they hoped that Jobs could help turn the company around.

At the end of March 1997, Apple announced a quarterly loss of $708 million. Three months later, Amelio resigned and Jobs took over as interim CEO. Once again in charge of Apple, Jobs struck a deal with Microsoft to help ensure Apple's survival. Under the arrangement, Microsoft invested $150 million for a nonvoting minority stake in Apple, and the companies agreed to "cooperate on several sales and technology fronts." Next, Jobs installed the G3 PowerPC microprocessor in all Apple computers, making them faster than competing Pentium PCs. He also spearheaded the development of the iMac, a new line of affordable home desktops, which debuted in August 1998 to rave reviews. Under Jobs' guidance, Apple quickly returned to profitability, and by the end of 1998, boasted sales of $5.9 billion.

Against all odds, Steve Jobs pulled the company he founded and loved back from the brink. Apple once again was healthy and churning out the kind of breakthrough products that made the Apple name synonymous with innovation.

But Apple's innovations were just getting started. Over the next decade, the company rolled out a series of revolutionary products, including the iPod portable digital audio player in 2001, an online marketplace called the Apple iTunes Store in 2003, the iPhone handset in 2007 and the iPad tablet computer in 2010. The design and functionality of these devices resonated with users worldwide.
Related: 10 Must-Read Inspiring Biographies of Business Leaders
Despite his professional successes, Jobs struggled with health issues. In mid-2004, he announced in an email to Apple employees that he had undergone an operation to remove a cancerous tumor from his pancreas. In January 2011, following a liver transplant, Jobs said he was taking a medical leave of absence from Apple but said he'd continue as CEO and "be involved in major strategic decisions for the company."

Eight months later, on August 24, Apple's board of directors announced that Jobs had resigned as CEO and that he would be replaced by COO Tim Cook. Jobs said he would remain with the company as chairman.

"I have always said if there ever came a day when I could no longer meet my duties and expectations as Apple's CEO, I would be the first to let you know," Jobs said in a letter announcing his resignation. "Unfortunately, that day has come."

In October 2011, Jobs passed away at the age of 56 due to complications related to pancreatic cancer. Jobs once described himself as a "hopeless romantic" who just wanted to make a difference. Quite appropriately like the archetypal romantic hero who reaches for greatness but fails, only to find wisdom and maturity in exile, an older, wiser Steve Jobs returned triumphant to save his kingdom.
Related: 10 Must-See Documentaries for Entrepreneurs Technology editor Jason Fell and research editor Carolyn Sun contributed to this report.

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" We started out to get a computer in the hands of everyday people, and we succeeded beyond our wildest dreams."-Steve Jobs Steve Jobs' vision of a "computer for the rest of us" sparked the PC revolution and made Apple an icon of American business.

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 "The Most Important Work Relationship To Work on"

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 "The Most Important Work Relationship To Work on"

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Having an affective relationship with manager could likely increase your success in your job.

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The Benefit of Gender and Multigenerational Diversity

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The Benefit of Gender and Multigenerational Diversity

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Gender and multigenerational both play important role in diversity for organizations in many ways.

https://www.forbes.com/sites/.../how-to-lead-the-push-for-diversity-in-the-workplace/